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The Talent Challenge
Bernadette Kenny
SVP Human Resources
Chief Career Officer
March 4, 2008
Why we know people
• The world’s largest workforce solutions provider
– we know companies, employees and organizational challenges
• We’ve consulted with organizations on all aspects of their human capital
management strategies
– recruitment, outplacement, training and development
• We enjoy seeing companies and their employees achieve success!
Integrated suite of workforce solutions
• Professional staffing
• Talent management solutions
• Workforce consulting
• Managed services programs
• Large-scale staffing solutions
• Recruitment process outsourcing
• Vendor management
Trends in human resources*
• Change
Demographics, cultural and political change require new skill sets and leadership agility
• Scarcity
Key characteristic for today and tomorrow’s talent market as age, immigration, and
educational system misalignments produce shortages
• Place
Lifestyle and ―place‖ expectations gaining momentum. Global firms recruit and retain
under local conditions
• Relationships
Integrating the three active workplace generations require new workplace organizations
and systems to support different and emerging communities
*These trends were identified in a recent executive dialogue with senior HR leaders from Xerox, Pitney Bowes,
The Thompson Corporation, Purdue Pharma, Gen Re, Arch Chemicals, Gartner, Korn/Ferry, Towers Perrin
Human capital management challenges
organizations face
1
Description Implications
Productivity
pressure
• Need for productive and flexible • Outsourcing of non core functions
workforce management • Focus on strategic mgmt. of Human
• New value proposition as change Capital/ business partner for mgmt.
managers • Ongoing restructuring work
HR departments • Need to become business partner • Continuing commoditization of services
• Heightened tension and focus on cost and becoming vendor managers
reduction and quantifying value
Companies
• Continuous restructuring • Cross-border relocation/off-shoring
• Talent management (recruiting, • Outsourcing of non-strategic processes
development and retention) • Mgmt. of diversity in workforce
2
• War for talent • Demand for bench strength sooner
• Increasing ethnic diversity, share of • Successful workforce management
Demographi
women and aging of working population becomes a market differentiation
c pressure
What employees want…..what can you impact?
• 85% health insurance
• 83% job security
• 82% clear policies and procedures
• 76% retirement/pension plans
• 71% flexible, family-friendly workplace
• 69% quick decisions on work issues
• 68% working with talented managers
• 66% creative work, intellectual stimulation
• 66% potential for promotion
• 65% pay
Poll by Center for State and Local Government Excellence, polling 1,200 adults, published
in HR Executive, February 2008
New Ways of Thinking
The Old Way The New Way
Talent Mindset HR is responsible for people All managers – starting with the CEO – are
management. accountable for strengthening their talent
pool.
Employee Value We provide good pay and benefits. We shape our company, even our strategy,
Proposition to appeal to talented people.
Recruiting Recruiting is like purchasing. Recruiting is like marketing.
Growing Leaders We think development happens in We fuel development through stretch jobs,
training programs. coaching, and mentoring.
Differentiation We treat everyone the same, and like We affirm all our people, but invest
to think that everyone is equally differentially in our A, B, and C players.
capable.
McKinsey & Company: The War for Talent
Harvard Business School Press, 2001
Ed Michaels, Helen Handfield-Jones & Beth Axelrod
General guidelines
Separate what you can control
from what you cannot control
Hiring great employees
Tips and strategies for today’s competitive job market
―Only a handful of companies understand that all successful
Business operations come down to 3 basic principles:
people product profit
Without top people, you cannot do much with the other two.”
Malcolm Forbes
Understand your needs - really
Develop a comprehensive needs analysis for the open position:
• List the 5 major responsibilities of the job
• Detail critical skills for each responsibility
• Review your performance requirements
• Determine educational background necessary for the job
• Decide what depth of experience you need
• List other key traits you feel are necessary for the job (i.e., personality)
• Explore and understand the conflicts to a successful hire
(i.e., turnover in the department, or management issues)
Always be recruiting
Even if you don’t currently have an open position to fill.
Locating top talent once the need arises will be much easier!
Sources include:
•
Recruiting from within
• Company web site
• Employee referrals
• Passive candidate recruiting
• Classified, Radio/TV and Internet advertising
• College campuses, professional associations and community groups
• Professional network
• Career Fairs
• Recruiters/staffing agencies
• Auditioning a temporary employee for a full-time position
Should your organization adopt a passive candidate strategy?
It is time and cost intensive, but does pay off over the long term…
• The Inquisitive Passive—Not actively looking for a new role, but may display occasional
interest (e.g., looking at company career Web sites when visiting Web sites for other reasons,
or asking about what it is like to work at a company when engaging in social conversation).
• The Attainable Passive—Does not engage in job seeking behavior, but would be open to
speaking with a recruiter
• The Loyal Passive—May be open to speaking with known contact; unlikely to consider new
position unless it offered significant advantages over current position
• The Unattainable Passive—High performing and excellent fit at current organization;
organization most likely has retention plan in place; highly unlikely to entertain even a
conversation about other opportunities
Corporate Leadership Council – Creating a Passive Recruitment Strategy, February, 2006
Recent/innovative recruitment trends
• Use Social Media: Consumer product and entertainment companies have caught on,
and now so is the HR profession. Social media sites like MySpace and Facebook house
millions of people, thus millions of potential employees. New capabilities include
customized placement of job ads – i.e. Verizon recently customized their job ads with
Facebook to only pop up on the pages of college seniors and also added a ―Work with
Me‖ link to their employee’s personal pages, which led users to their career site.
• Seek Out Talent: Waiting for candidates to come to you isn’t going to cut it anymore.
More and more, job seekers are creating their own online resumes, which can be
viewed by the mass public, and are being sought after directly by employers. One such
site, LinkedIn, allows users to illustrate their professional background and enables
recruiters and employers to easily reach out and network with potential employees.
Recent/innovative recruitment trends
• Join Their Community: Looking for a comeback mom or recently retired worker?
There are hundreds of blogs and online communities that are directly geared towards
these audiences. Recruiters can engage directly with these individuals by becoming an
active participant in these groups and monitoring the dialogues that take place in order
to best approach and tailor new job opportunities.
• Marketing Your Company: More and more, companies are moving beyond traditional
advertising efforts to market themselves to potential clients and employees. Maintaining
blogs, creating podcasts and offering web videos are now highly effective ways for
employers to reach job seekers. Moving a step further, Google recently hosted an open
house inviting job seekers over for lunch so they could meet their staff and experience
their culture first hand.
• Be Kind To Recruiters: With the average American switching jobs every 2-3 years and
working at 8-10 companies throughout their career, oftentimes, job seekers build long
lasting relationships with their recruiters who have placed them time and time again.
These individuals have consistently delivered for them, and job seekers will learn to trust
their counsel and insight, so employers should do the same!
Web trends were distinctive in 2007, with many ground breaking
developments truly characterizing the evolution to ‘Web 2.0’
General trends
• Social networking, blogging and local information as key traffic boosters for websites
• Rich media as the ultimate tool for impact and engagement
• Emerging mobile content
• Interactive and user-generated content
• Global presence with local customization
• Free WIFI access used as a promoter with outstanding success
in conversion rates
Trends specific to online job seekers
• Users prefer specialized job boards based on demographics
• 6% decline in Monster’s user base
Source: Internettrends.org & ClickZ.com
Social computing is an efficient and effective vehicle to charge
the recruitment drive now
Social computing is an integral part of daily routine for professionals, high earners and recent graduates* across
the generations
60
50
• Older users dominate web 1.0
destinations and are slow in transitioning
to the web 2.0 state destinations
40
% of site users by age group
• Although older users dominate
12 Yrs- 17 Yrs professional networks gen Y is quickly
30
18 Yrs - 34 Yrs catching up
34 Yrs and above
20 • A mixed theme networking site like
Facebook shows a balanced proportion of
both age groups implying a good platform
10 for interaction with the two groups
0
MYSpace Facebook Friendster LinkedIn
Source: comScore 2007 Media Metrix
* Social Computing Moves into Recruitment (Oct 2007) – Forrester Research
Online presence must expand to niche boards and aggregators
Traditional channels Candidate sourcing channel Emerging channels
3rd party job boards Online communities
Job
BU web sites
Traditional aggregators
Niche Professional Social Virtual Blogs
large
onduct phone interviews
C
• ave time and money by screening out unqualified
S
candidates
• Phone skills can be as important as job skills
• Group phone interviews together in a day so you can
compare candidates objectively
• Ask candidate to send you an e mail summarizing their
interest and fit – is it well written?
• Utilize a staffing agency to assist with screening and skill
testing
• Ask yourself - if they don’t inspire you on the phone, will they
be inspirational once employed?
ontrol the interview – they can do the job, but will they fit in?
C
• ake detailed notes so you can compare candidates
T
• Remember the 80/20 rule:
Listen 80% of the time
Ask questions 20% of the time
• Keep the candidate on track
• Be consistent with the questions you ask each candidate
• Insist that they hiring manager spend at least two
hours with Director level and above managers – insures
better culture fit
ursue your #1 candidate aggressively
P
• elect a candidate that has the right mix
S
of experience, skills, personality,
and work ethic
• Verify references
• Remember, there’s not always
a ―perfect‖ candidate
• Once you identify your top choice,
go after them!
Retaining great employees
Tips and strategies to make you the employer of choice
Today’s retention strategies
• Segment your retention efforts
• Encourage manager and employee ―retention‖ relationships
• Create realistic workforce solutions and communicate them
Segment your retention efforts
• Invest in your A players
Do you know who they are? What programs, mentoring or development
is available and rigorously supported?
• Develop your B players
They could become A’s, you can’t function without them, they need
support, motivation and constant praise
• Improve or remove your C players
Another 80 – 20 % rule – you spend more time trying to make a C an
A – move on aggressively
Engagement and retention...what works?
• Missions that inspire, attract and give meaning to the sacrifices of work
• Leadership and leaders in the industry and core technologies
• Work that is challenging, meaningful and provides career opportunities
• Social responsibility and philanthropy for employees and communities
• Great managers, who build strong partnerships with their employees,
supporting their career and life needs
Five Critical Conditions for Employee Engagement
by Caela Farren, Ph.D., MasteryWorks, Inc.
A retention relationship – what does that look like?
• Functional understanding
We talk the same language about our jobs and goals
• Productive
We work together to mutual goals and hold each other accountable to commitments
• Meaningful
Maintain distance with mutual respect
• Profitable
You are in this together and will together benefit
• Transitional
You understand that this is a moment in time and not forever
• Transforming
Goal is to leave each other having learned and benefited, and remember, ‖losing‖
someone to a promotion or transfer is a good thing
What can you do now about retention?
• Have a retention discussion
• Understand the value of the training and other Company X resources that are available
• Prepare a career development plan
• Prepare for a management succession process
Elements of a good retention conversation
• Ask employee why they joined Company X
• Ask employee why they stay at Company X
• Tell stories of people who have moved within Company X
• Educate employees on the value of retention to them personally
• Teach employees how to coach others to stay
Realistic observations and solutions
• Knowledge retention and knowledge sharing are key
• Demographics will grow in importance in recruiting and retaining
• ―One size fits all‖ policies replaced with new policies
• Life/work programs will be in demand
• Managers need to be skilled in communicating with and leading different generations
• Learning opportunities and career development will have greater importance
• Team oriented endeavors need to include both young and older leaders
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